Nearly a decade ago, this practitioner examined the proposition that if we want to understand what project management’s future might look like, a good place to start is to look at how people in the past envisioned the future. Is that proposition still valid?
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When does mental health matter in project management? Methodologies may be silent on the subject, but if you are keen to see a project proceed on time with less risk, the support of mental health for your team members is vital.
Law firms seeking project management support want more than standardization. They want better communication and transparency among their lawyers and a closer working relationship between the business and its legal teams.
Organizations can’t succeed without an effective strategy, but strategy alone won’t deliver successful outcomes. And not all organizations are acknowledging that fact.
In a world where we already spend so much time on social media, it’s a great time to leverage its power and turn it into something positive in the workplace. Learn how “The Scroll” can keep key stakeholders engaged—and your project on track.
How do organizations survive the current economic challenges, while still maintaining their strategic focus towards a digitally enabled, future-ready enterprise? Here is some practical guidance.
Project teams want to know their work matters. Successful project leaders do more than assign and monitor tasks; they find ways to motivate and engage team members. They show why the work is important, interesting and impactful. They answer the “what” and the “so what” questions.
Project leaders need their teams to be accountable to tasks, deadlines, quality and a host of other things. But without position-level authority, gaining commitment is a common challenge. Avoiding these three faulty commitment expectations can help.
To be relevant and valuable, PMOs need to speak the language of their stakeholders—and that’s often not happening. When it comes to your PMO communications, it's likely that you're providing too much information—or not enough.
Well-framed problem statements can greatly improve a team’s problem solving, but there are several “failure modes” to be aware of when crafting them. Here’s advice on writing problem statements that avoid these common pitfalls, from the author of People Solve Problems.